A new study from Florida State University shows that less than 20 percent of employees feel certain they know what is expected of them at work. The majority of respondents reported different levels of accountability, anywhere from “some” to “complete” ambiguity.

Assessing more than 750 blue- and white-collar workers in a variety of jobs, the researchers asked first how many employees don’t know what they’re accountable for, and second, what work was like for those who knew what was expected of them compared to those who didn’t.  There were considerable differences between those who knew and those who didn’t.

For example, employees uncertain of work expectations reported:

• 60 percent higher levels of mistrust with leadership as it relates to communication.
• 50 percent higher levels of overall work frustration.
• 45 percent less control regarding the best way to complete their work.
• 40 percent higher levels of work overload.
• 35 percent fewer work accomplishments to the organization.
• 33 percent less social and resource support from one’s immediate supervisor.
• 33 percent greater likelihood of searching for a new job within the next year.
• 25 percent more job neglect (slacking off, slowing down).

“When employees aren’t sure what’s expected of them, the results simply just cannot be positive, especially when the complexity of work and the pace of change is taken into consideration,” said research associate Allison Batterton.

The reason workers don’t understand what’s expected of them is because of management’s failure to be forthcoming and proactive with communication, most employees say.

“It seems the more that communication is needed, the less likely it is provided — no wonder so many employees feel completely lost at work these days,” said Wayne Hochwarter, the Jim Moran Professor of Business Administration in Florida State University’s College of Business.

The researchers offered four tips to deal with accountability issues:

• Set up a formal communication system using the most current and user-friendly technology, and make sure all employees are able to use it effectively.
• Make employee accountability part of both the supervisor’s and employee’s performance evaluation.
• Develop informal accountability networks (i.e., buddy system) that allow employees real-time access to information needed to effectively focus attention on tasks considered most important for that particular day (or hour).
• Make accountability proactive rather than reactive.

“Most employees want to do a good job and contribute to their organization,” Hochwarter said.  “Perhaps it’s overly simplistic, but this can only take place when employees know what’s expected. Sadly, many do not, and the situation appears to be getting worse rather than better.”

Do you know what’s expected of you at work?

(Story materials from Florida State University/Barbara Ash. Image via Flickr: DailyM/Creative Commons.)